Organizations frequently downsize in the hopes of creating a 'lean and mean' company able to be flexible and quick to adapt to changing environmental needs. The purpose of the current research was to assess the effects of job insecurity on productivity, counterproductivity, and creativity in a simulated organizational environment and a field setting. In the first study, 104 non-traditional undergraduate students (M ¼ 30:48 years) participated in a laboratory experiment that manipulated the threat of lay-offs (job insecurity) and measured creativity and productivity over two time periods. Compared to control group participants, results indicate that participant productivity increased in the condition of higher levels of job insecurity, whereas creative problem solving decreased. In the second study, 144 employees in five organizations completed a survey measuring their job insecurity perceptions, enactment of counterproductive work behaviours, and creative problem-solving ability. Regression analyses indicate that job insecurity predicted lower creativity scores, yet was also related to lower numbers of counterproductive work behaviours. Taken together, these studies suggest that job insecurity may have adverse effects on creativity, yet moderately beneficial effects on productivity. Results are interpreted in light of the increasing prevalence of job insecurity and organizational downsizing in today's workplace.Commercial rivalries around the globe, government deregulation of industry, and the ever-increasing pace of organizational technology change have led organizations worldwide to take extreme measures in order to remain competitive. Organizational restructuring in the form of corporate downsizing, mergers and acquisitions, plant closings, and workforce reorganizations affect millions of workers each year. According to the Society for Human Resource Management (2001), 43% of US organizations conducted employee lay-offs in 2000 and 2001, with corporate reductions averaging 10-13% of the workforce.

Because employees may be reluctant to admit to performing deviant acts, the authors of this study reexamined the commonly used self-report measure of workplace deviance developed by R. J. Bennett and S. L. Robinson (2000). Specifically, the self-report measure was modified into a non-self-report measure based on multiple other-reported assessments to address methodological concerns with self-reported information regarding deviant workplace behaviors. The authors assessed the psychometric properties of this new measure by first conducting an exploratory factor analysis, which indicated a 3-factor structure (production deviance, property deviance, and personal aggression). Subsequent confirmatory factor analysis on a different sample verified these findings. Taken together, the results suggest that the content and psychometric qualities of this non-self-report measure of workplace deviance closely represent S. L. Robinson and R. J. Bennett's (1995) original typology of workplace deviance. The potential usefulness of this measure in organizational studies is discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

This study presents an integrative typology of personality assessment for aggression. In this typology, self-report and conditional reasoning (L. R. James, 1998) methodologies are used to assess 2 separate, yet often congruent, components of aggressive personalities. Specifically, self-report is used to assess explicit components of aggressive tendencies, such as self-perceived aggression, whereas conditional reasoning is used to assess implicit components, in particular, the unconscious biases in reasoning that are used to justify aggressive acts. These 2 separate components are then integrated to form a new theoretical typology of personality assessment for aggression. Empirical tests of the typology were subsequently conducted using data gathered across 3 samples in laboratory and field settings and reveal that explicit and implicit components of aggression can interact in the prediction of counterproductive, deviant, and prosocial behaviors. These empirical tests also reveal that when either the self-report or conditional reasoning methodology is used in isolation, the resulting assessment of aggression may be incomplete. Implications for personnel selection, team composition, and executive coaching are discussed.

The prevalence of colorectal adenoma in 23 affected patients with hereditary non-polyposis colorectal cancer (HNPCC) was compared with that in an age matched forensic autopsy population. The mean ages at diagnosis of colorectal cancer in men (13) and women (10) were 39 and 37 years respectively. In HNPCC patients who presented below the age of 50 years, at least one adenoma was found in 3 of 10 (30%) men and in 4 of 9 (44%) women. In the age matched autopsy specimens oflarge bowel, a solitary adenoma was found in 2/42 (5%) men (p=0.015) and 1/21 (5%) women (p=0.0075). Of the 11 adenomas from HNPCC patients, nine were greater than 1 cm and six showed a pure vilious architecture. Contiguous adenocarcinoma was observed with six adenomas. Adenomas do not occur in large numbers in HNPCC, but develop at a young age, attain a large size, often show a villous configuration, and are more prone to malignant conversion than sporadic adenomas.Evidence is accumulating that hereditary nonpolyposis colorectal cancer (HNPCC) is a distinct clinicopathological entity.' Examination of family pedigrees points to an autosomal dominant pattern of inheritance, with the syndrome being distinguished from sporadic colorectal cancer by the young age of onset of malignancy. Cancers show a predilection for the right colon. It has been estimated that 5% of colorectal cancers arise through the inheritance of a dominantly acting gene,7 and it has been suggested that screening for

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Business writers and practitioners recommend that core organizational values be integrated into employee work life for enhanced organizational productivity, yet no published studies have empirically examined the antecedents and outcomes of values enactment. Using longitudinal data on 2,622 employees, hierarchical linear modeling (HLM) results revealed that tenure and department-level values enactment were significant predictors of individual values enactment. Furthermore, employees who demonstrated high levels of values enactment were less likely to leave, and employees of high or low levels of values enactment in departments whose levels of values enactment matched their own were the most likely to be promoted.

Several previous studies examining the predictors of counterproductive work behaviors (CWBs) have found positive relationships for neuroticism and negative relationships for conscientiousness and agreeableness. We extend this research by examining whether employee personality traits interact with each other to influence CWBs. Because conscientiousness and agreeableness may suppress one's tendency to engage in CWBs, we hypothesized that the neuroticism-CWB relationship will be weaker among workers who are high in either conscientiousness or agreeableness than among workers who are low in these traits. Data from three independent samples provide support for these hypothesized moderator effects.

Some organizations, such as General Electric, currently use or have used forced distribution performance evaluation systems in order to rate employees' performance. This paper addresses the advantages and disadvantages as well as the legal implications of using such a system. It also discusses how an organization might assess whether a forced distribution system would be a good choice and key considerations when implementing such a system. The main concern is whether the organizational culture is compatible with a forced distribution system. When a company implements such a system, some important issues to consider include providing adequate training and ongoing support to managers who will be carrying out the system and also conducting adverse impact analyses to reduce legal risk.